Beruflich Dokumente
Kultur Dokumente
July 2009
Sanjoe Tom Jose Rajesh Behera Ernest Jones Krishna Yedla Hari VijayKumar
CONTENTS
1.
2. 3.
Executive Summary
Approach Assumptions
4.
5. 6.
1. Executive Summary
Education Institutes from outside India are considering entering the Indian Education market as Government of India is considering lifting restrictions on operating in India.
India might be the world's largest single market for these universities. Indian education sector could pose certain challenges to them:
Government Interventions & Regulations Maintaining Quality Standards Cross cultural partnerships & joint ventures Many of these challenges are peculiar to India.
This study is investigating the partnership and entry considerations for global universities in the Indian market.
2. Approach
2. Assumptions
The study was India centric and is applicable only to foreign universities planning to enter India
Reliability of information on the Internet is assumed
Foreign institution will primarily address issues in current inadequacies of higher education
Study was more focused on higher education though some of the findings could be used for others also A partnership based approach for foreign university is assumed to be the way to enter India
1. Government Interventions/Regulations
1. Government Interventions/Regulations
1. Government Interventions/Regulations
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Pedagogical approach generally employed in Indian classrooms centers around lecturing by the instructor and memorization and repetition on the part of students
Asking students to suddenly go from sitting passively listening to engaging in active class discussion and debating with their colleagues and instructors can take students and instructors far out of their comfort zone Be aware of differences within the educational systems. For example, the quality assurance process and the way universities are run can be different. Gaining an understanding of the educational system operates is crucial.
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Students may not be willing to do the entire program in India as they will be apprehensive about the quality, limited job opportunities and difficulties in relocation
Quality of life, food habits, course content and course structure can hold them back from taking such a decision Fresh enrolment of international students in domestic varsities was at 13,267 in 2004-05 and at 14,456 in 2005-06. This shows that inflow is too low considering the outflow Access to world class research facilities existing in India can drive them to come to India
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In China, where the foreign institutions with high fees compromised on quality, due to fear of causing Chinese students to lose face (and thus losing the tuition-based revenues), are allowing the students to graduate basically without English-language skillslet alone without substantive competency in their major fields
Still the target market is so huge that this tendencies can have substantial impact on student quality. MNCs operating in India are ready to recruit quality (foreign educated) talent
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Such a low cost model implies lower remuneration for faculty, low cost infrastructure, research facilities-could affect quality
But that also means low cost model developed for India could be replicated to other locations including mother campus- back end operation for the internationalization plan could be carried out from India which will result in a competitive model Private institutions (potential partners) in India demonstrates that this is possible
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3. Partnership/Joint Ventures
Handling the aspirations of local support staff, proper communication with them are some of the other challenges.
Differences in interpretation of what common terms mean can create confusion.
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3. Partnership/Joint Ventures
Key factors in selecting a partner should include the potential partner's reputation and geographic location (i.e., with sufficient demand for higher education and enough students able to pay foreign tuition rates).
The primary role of a Indian partner is to provide facilities including classrooms, dormitories, cafeterias, and office space, as well as operational support by, for example, obtaining relevant licenses and handling inspections. Another key area of local partner contribution is know-how of operating a low cost model Maintaining ultimate control of the academic components of the programs, to protect the reputation and accreditation of the home campuses is required.
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Growth Opportunity
India will fall short of real talent by about - 5.3 million Growth of Higher education needed per five year plan 37 % Shortfall in number of seats in colleges required and available - 45 %
Age Wise Dem ographic Distribution
32% 40%
Creation of 1500 colleges and Universities to reach 15 % GER ( Gross Enrollment Ratio ) by 2015
Increasing capacity of existing IITs and IIMs by 200 %
28% Youth(16-29)
Sharp difference in the no. of PHDs in India and US 67000 PHDs and first class professional in USA compared to 8000 PHDs in India
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The 2005 GPI (Gender Parity Index which is a ratio of female GER to male GER), compiled from Census and University Grants Commission (UGC) data, was estimated at 0.75. When compared to a relevant-age population ratio of 0.91 (i.e. female population aged 18-24 as a ratio of male population aged 18-24), which shows that women are significantly under-represented in higher education. Compared to the overall GER of the country (7%-11%), the GER for Schedule Castes is 6.7% and for Schedule Tribes 4.9%, that stay in rural parts of India.
While the overall GPI for India stands at 0.75, the GPI among SC students is 0.64, and among ST students 0.55. Thus women in these disadvantaged categories are considerably less likely to participate in the higher education system than women in general.
These indicates that there is tremendous scope for promoting rural and women education and thus fulfilling social responsibility.
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5. Recommendations
Actively engage with accrediting bodiesthat is, by inviting them to visit the India operations and maintaining transparency, to ensure that the accreditation and academic reputation of the home institution are protected Staffing arrangements that involve foreign faculty without requiring them to be onsite for extended periods Attractive offers for trained Indian diasporas to relocate to India Students can and do adapt to Western pedagogical techniques/curriculum but may need time and help to do so; it is critical to create environments in which it is safe to challenge the teacher and colleagues
Efficient exchange programs with the mother campus to ensure a mix of students at both the campuses
A cost model which will not keep away any potential candidate Taking time to build solid relationships with partners, establishing open lines of communication, and meeting regularly face-to-face can help mitigate any issue. Innovating resource sharing plans should be devised to make maximum utilization of existing resources: infrastructure, research partnerships etc
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6. Summary
For education institutes from outside India who are considering to enter the Indian education market the major partnership and entry considerations are: How to handle government interventions and regulations which could come in their way while providing world class education How can they ensure that the quality of education is maintained and brand value is protected when expanding globally How they can attract and maintain a good mix of students in their campuses How to design course structure and content which will be of maximum benefit to all the stakeholders How to remain profitable while adopting a low cost model which suits local needs How to establish a mutually benefiting long term relationship with the local partner with both parties contributing according to their strengths Key focus should be on the following areas: Actively engaging all the stakeholders including local partners, accrediting bodies Devising the course structure to maximize utilization of foreign & local faculty and resources Cost model & structure to attract quality mix of student talent The ones who adopt an innovative solution to address the challenges is likely to do well
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